NHRDN - Mumbai Chapter Coca Cola India restructuring its corporate centre resources
” With the aim to become FMCG giant worth US $2.5 billion by 2020, Coca Cola India has decided to restructure its corporate centre resources. The company aims to open one million new outlets by 2020, according to a Coca-Cola release. It currently distributes its products through two million outlets across 25 Indian states.  “Hindustan
NHRDN - Mumbai Chapter Creating job-ready Grads: India is on a mission
” According to a data shared by All India Council for Technical Education, more than half of MBA graduates could not get hired in campus placements in 2016-17. Just 47% of MBAs were placed, 4% less than the previous year, and at a five-year low. The drop in placements for postgraduate diploma holders was even
NHRDN - Mumbai Chapter Get to the pulse of Talent Acquisition Landscape- Aon CoCube Study
” The role of Talent Acquisition professionals is changing swiftly. The changing business requirements, the advent of hiring technologies, generational changes, skill gaps, etc. has uprooted traditional recruitment strategies. In an attempt to uncover the talent landscape- the paradigm shift in talent acquisition, different sources of hiring, changing priorities, Aon CoCubes has launched their annual
NHRDN - Mumbai Chapter Infosys plans Design & Innovation Hub in US, to hire 500
” In keeping with what the company had envisioned for global plans, Infosys has decided to establish an Infosys Design and Innovation Hub at US state of Rhode Island. The company will also hire about 500 American workers in the area over the next five years, as reported by media.  The new hires in Rhode
NHRDN - Mumbai Chapter How to identify the 'moment of need' in learning
” Learning and development is becoming increasingly linked to business productivity. Learning interventions that build the capability of individual employees, departments, and organization as a whole are critical to achieving goals. This means that L&D professionals and business managers must know their employees’ ‘learning needs’ thoroughly. This is captured through training need identification exercises, typically
NHRDN - Mumbai Chapter Bravely- A workplace ombudsman startup!
” Workplace harassment and workplace bullying are identified as the core psychological hazards. The recent cases of harassment at Uber, Tesla, and Harvey Weinstein, the Hollywood producer charged on sexual misconduct have prompted HR practitioners to drive investigations into workplace complaints and frame policies and procedures to help employee resolve internal issues. However, most reports
NHRDN - Mumbai Chapter Learning to Learn – Building a Learning Organization
” Every organization talks about learning and development as one of their key focus areas. There are big budgets allocated, training team set-up and all the boxes are ticked, yet, learning happens to be one of the most under-worked and deficient area for most organizations.  It’s no irony that most of the top talent leaves
NHRDN - Mumbai Chapter Grab appoints Vikas Agarwal as CTO
” Grab, one of the leading on-demand transportation and mobile payments platforms in Southeast Asia has appointed Vikas Agrawal as Chief Technology Officer (CTO) for GrabPay, its mobile payments platform.  Vikas joins Grab from PayTM, India’s largest mobile payments and commerce platform, where he was the Senior Vice President of Engineering. This appointment will accelerate
NHRDN - Mumbai Chapter Changing framework of 'Leave structure' in the future of work
” Ten years ago, all of us would have heartily laughed at the concept of creating a leave structure around pets, pollution and climate. All such unpredicted and unanticipated concepts are turning into reality in the current world of today. In fact the benefit structure will further shape in the future of work which will
NHRDN - Mumbai Chapter Organizational Rhythm and HR
” Much has been said and written about HR and its contribution in very many ways both from a value add perspective and on what more can be done. However, if you look back at the last 3 – 5 years and see the delivery of the HR product within the Organization, it has been